a large consumer products company with $7 billion in gross profit in 2009. The current Nondisposable razor line has products in both the market and value customer segments. The Clean Edge Razor is the first Nondisposable razor produced by Paramount that has a technological innovation. Paramount is relying on the Clean Edge Razor to increase sales and earn more market share in the Nondisposable razor category. * Context: In 2011 the effects of a recession are becoming less drastic than in years
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Clean Edge Razor Case Analysis 1. The Non Disposable Razor Market The non disposable razor market can be segmented by 2 ways. Firstly it can be segmented into traditional price/quality segments of “Super Premium’, “Moderate” and “Value’. Secondly it can be segmented by consumer behaviour into “Social/ Emotional”, “Aesthetic” and “Maintenance” shavers. These 3 segments vary in consumers’ intensity of involvement with the product, and the Social and Aesthetic segments consist of involved users
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MBA 812 Marketing Management Case Analysis Clean Edge Razor Splitting Hairs in Product Positioning Shiwei Hua (Vivian) Fall 2012 September 20, 2012 Summary Paramount Health and Beauty Company, a global consumer products giant, operates in health, cleaning, beauty and grooming divisions. The Paramount Pro and Paramount Avail are two lines of nondisposable razors and refill cartridges, and currently share a respectable market share in the industry
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Marketing Management Case Analysis Clean Edge Razor: Splitting Hairs in Product Positioning Group AE1: Abhinav Singh (14S601) Anima Tapadiya (14S607) Dushan Garg (14S616) Niharika G (14S628) Raviteja Palanki (14S636) Prem Sharath (14804) Q.1. What changes are occurring in the non disposable razor category? Assess Paramount’s competitive position. Changes occurring in the non-disposable razor category: Consumers are increasingly becoming aware of technology and are demanding for
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Clean Edge Razor: Case Analysis Cheryl Lam Professor Linda Reeser MKTG 2030 S Tuesday, March 4, 2014 Executive Summary With the U.S. razor market expanding at such a rapid rate, choosing the right strategy to market a product to consumers is critical. A current market leader in the U.S. razor market, Paramount, is facing some difficulty with deciding which marketing strategy to implement in order to maximize profit. The solution that the company must choose should result in an opportunity for
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Clean Edge Razor Case Analysis Luiz Dantas Marketing Management Professor MaryJo Radosevich Background/Situation A group of executives from Paramount Health and Beauty Company (Paramount) sat in a research room intently observing a dozen men shaving on the other side of a two-way mirror. The subjects were testing out Paramount’s newest nondisposable razor, Clean Edge, and discussing the experience. The verdict was extremely encouraging. The majority of men felt it was the closest, cleanest
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The introduction of Clean Edge as a niche product would yield an increase in operating profit of $3.62 million and $27.75 million (1st and 2nd year respectively) after taking into account the cost of cannibalization. In comparison, introducing it as a mainstream product would result in a decrease in operating profit of $14.22 million for the 1st year and an increase of $17.06 million in the 2nd year. From the aforementioned figures, we can conclude that introducing Clean Edge as a niche product would
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Scene 2 An old women sits on the bench and waits for the bus. As she puts her hand on the sides to stand up she gets gum sticking on it. She gives some very convincing advices to audience and a few curse words, later sticking the gum only at the edge of the bin Scene 3 A man of 40 yo comes with the mug of coffee and is talking online on skype to his manager and as he is about to throw his mug at the bin the gum sticks his shirt sleeves. “OH my God” he than looks at his phone “Im sorry Roger
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1. According to Little’s law, under process 1, the average processing time would be 500 / 1000 = 0.5 month or 0.5*30 = 15 days. Under process 2, the average requests undergoing processing is LIR + LA + LB = 375. So, the average processing time is 375 / 1000 = 11.25 days. Therefore, the average processing time was reduced. For approved requests, we can calculate the average processing time as (200*0.25*0.7 + 200*0.25*0.10 + 25*0.7 + 150*0.10) / 200 = 0.3625 = 10.875 days. Hence, we see that the processing
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he was abandoned and taken in by a family he seemed to grow attached to in the next two episodes led me to believe that perhaps The Governor had changed. I was certainly wrong by the end of the eighth episode but the way it was shown had me on the edge of my seat the whole
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